Russell Milam

• Developed project portfolio rebalancing strategies to minimize risk exposures To customer, while providing growth opportunities for Project Managers.
• Oversaw large (300+) portfolio of projects to support teams, report progress and influence positive outcomes for key stakeholders.
• Facilitated portfolio performance review and implemented new strategies.
• Engaged with customers, partners and constituent groups to create positive, trusting and professional relationships. This included Executive levels of LANL Capital Projects, Physical Science, Weapons Program and the Laboratory Director.
• Reviewed established policies and procedures to take on temporary leadership positions, motivate employees and facilitate smooth research laboratory operations.
• Tracked and reported Fiscal Year program results to customers and stakeholders to facilitate change management activities.
• Obtained needed resources by strategically negotiating with stakeholders and outside suppliers.
• Assessed operant systems for efficiency and functionality, providing written suggestions on enhancements needed to meet operational goals.
• Used industry expertise, customer service skills and analytical nature to resolve customer concerns and promote loyalty.
• Recruited, interviewed and hired employees and implemented mentoring program to promote positive feedback and engagement.
• Cultivated positive rapport with fellow employees to boost company morale and promote employee retention.
• Drafted analyses of new and emerging LiDAR 3D modeling technologies, recommending improvements where appropriate.
• Major Programs include:
• Los Alamos Plutonium Pit Program (Radiological Facility)
• National High Magnetic Field Laboratory
• Light Medical Isotope Production facility (Radiological Facility)
• National Global Security Science Program
• SIGMA Advanced Manufacturing Facility Upgrades (Radiological Facility)

• Engaged students with insightful and compelling classroom discussion of topics relevant to coursework to boost student learning and retention.
• Created and implemented course agendas, lesson plans and activities to successfully meet course objectives for Mechanical and Electrical systems undergraduate course.
• Defined and articulated goal learning outcomes, performance metrics and changes to improve student learning.
• Worked closely with Online Department Director to develop and implement Advanced Construction Planning curriculum for improved learning and student performance.

• Presently on LOA to Fluor affiliate program with DOE/NNSA.
• Kept up with continuous improvement plans by collaborating with state and county leadership and engineers to determine and stick to best practices
• Identified plans and resources required to meet project goals and objectives.
• Managed and led multi-disciplinary design team throughout development and contract document phases for $3.6B EPC self-perform and CM project.
• Achieved maximum cost effectiveness by providing value engineering for construction means and methods
• Planned, designed, and scheduled phases for large projects.
• Monitored project performance to identify areas of improvement and make adjustments.
• Oversaw entire building turnover process, enhancing communication between all construction management to facilitate smooth completion
• Conducted critical pre-installation conferences with general contractors, subcontractors, consultants and manufacturer's representatives
• Contributed to construction planning process, including EPC and Construction Only projects
• Implemented systems to improve process efficiency and reduce project duration
• Orchestrated projects within strict timeframes and budget constraints by solving complex problems and working closely with senior leaders.
• Interacted with state and local agencies concerning compliance with codes and regulations.
• Devised overall strategy for documentation and identified design sets planned for each stage of work including as-built designs and final building information models (BIM).
• Closely collaborated with project members to identify and quickly address problems.
• Successfully lead programs in the Advanced Manufacturing, and Nuclear Industries during career.

Engineering Regiment, Bravo Co

• Performed OIC duties for Hazmat/WMD Response Operations
• Increased troop operational readiness for response to disaster declarations
• Infrastructure readiness support for TMD and DOMOPS
• Senior Military Emergency Management Specialist

Awards and Campaigns

• Operation Border Star (Border Security)
• Operation Strong Hold (Border Antiterror Liaison)
• Operation Heavy Metal (Hurricane Harvey Rescue Operations)
• Governors Humanitarian Award
• Commanding Generals Individuals Award
• 3 Unit Citations for Excellence

• Managed 18 team members across 5 departments, resulting in approximate $30M increase in annual revenue. $275M P&L Responsibility by entry into Industrial demolition and remediation market vertical
• Increased margin streams by reducing costs, managing schedules and performing variance and risk analysis to implement corrective actions
• Reorganized business to create P&L structure defining growth & operating metrics within shared services model; established uniform methodology for HSE, Execution Excellence, Controls, Procurement and risk, resulting on a 350% 12mo improvement in EBITDA
• Enhanced regional branch performance by implementing proven management processes to increase revenue
• Reduced financial inconsistencies while assessing and verifying billing invoices and expense reports
• Increased operational efficiency by leading staff development and business planning
• Delivered business strategy and developed systems and procedures to improve quality and efficiency of operations
• Drove industry-leading profit increase by transforming production process and aligning sales targets to meet dynamic industry conditions
• Identified opportunities to improve business process flows and productivity through technology (3D X-ray technology for bridge infrastructure assessments).

• Leadership for overall business unit operations in Industrial Maintenance, TAR and construction market with revenues of $300M
• Maintained zero site accidents and lost work days for 3 years
• Employed optimal safety practices to reduce work site complaints, hazards, incidents or lost-time accidents to improve overall OSHA scores and expand bid opportunities
• Mitigated financial discrepancies by efficiently managing budget and payroll operations
• Designed and Implemented strategic plan to diversify customer base and balance portfolio across Industrial & ASU verticals moving from >70% of revenue generation from a single vertical, to multiple business lines
• Built and strengthened productive and valuable industry partnerships to drive collaboration, engagement and revenue stream development. Thus growing Maintenance from $25M to $45M, Industrial CAPEX Projects from $5M to $65M, and ASU from $19M to $45M. Increased global footprint from US only, with growth into Latin America and Middle East
• Kept sites compliant with OSHA, federal, state and local regulations to prevent unnecessary delays

• Held pre-determined schedules and worked with subcontractors to cut costs and complete projects on time and under-budget. Annual Budget of $200M for Area of Responsibility
• Oversaw projects for BP Gulf of Mexico Construction work packages
• Established planning objectives for projects by identifying key issues, approaches and performance metrics
• Assessed vendor products and maintained positive vendor relations
• Delivered completed projects on time by prioritizing multiple tasks
• Orchestrated projects within strict time frames and budget constraints by employing critical thinking to solve complex problems and working closely with senior leaders
• Delivered projects to pre-determined budget, maintaining time parameters and quality standards
• Maintained schedules to ensure that key milestones were being met at every phase
• Reviewed progress controls for project quality assurance, health and safety
• Planned and managed engineering projects and continuous improvement programs to reduce labor and costs
• Team lead for the first 3D model scan of the Deepwater Production facility Thunder horse. The resulting model led to the first of a kind use of VR for project execution planning

Held various positions during my tenure that included estimating, FP&A, Project Management, Sales, and ending in Operations for various business units of Fluor. My final role successfully executed:

• Responsible for P&L of a $250M business unit of Fluor that executed Maintenance, TAR, and Small Cap Construction in Downstream Oil, Gas & Chemicals markets
• Directed day-to-day operations focused on attainment of key business metrics, continuous improvement initiatives and 20-member management team with related direct reports
• Oversaw TAR Project staff to mentor on operations activities and boost productivity. Projects ranged from $10M - $100M TIC
• Performed constructibility reviews consisting of independent, structured assessment of construction bid documents to ensure coordination, eliminate ambiguity and minimize project issues
• Supported regulatory compliance by overseeing all audits to ensure adherence to protocol for HSE and Quality
• Supported community outreach campaigns by collaborating with local organizations and community groups
• Helped plan marketing strategies
• Generated and developed leads to acquire new clients
• Cultivated and strengthened lasting client relationships. Those included INEOS, Lyondell, Bayer, CP Chem and Dow
• Supported top-level decision-making and strategy planning, forging productive relationships with top leaders and serving as key advocate for various personnel issues
• Reduced average contract expenses by 20% through aggressive negotiations with vendors
• Reviewed financial reports each day and investigated variances with accounting staff to keep records accurate